Four elements of efficient execution

The four major elements of efficient execution

The success of an enterprise depends on three-thirds of its strategic model and seven-cents of its execution. This shows the importance of execution. This is indeed the case. Without the effective support of execution, simply talking about the strategic model can only be "paper talk". It sounds good and looks good, but it cannot be executed. The correctness of the strategy does not guarantee the success of the company. A successful company must be in place in both strategic direction and execution. There are not many companies that fail due to strategic models. More companies are operating under almost the same strategic model. Under the guidance, we have distanced ourselves in the competition.

The reason is that the strategic execution capabilities of each company are different. When the models are the same or similar, the role of execution becomes even more critical. Excellent execution capabilities can not only ensure the implementation of the strategic model, but also consolidate and optimize the direction details of the model during the execution process, forming a positive two-way interaction between the model and execution. It seems that execution is indeed very, very important.

The key to the success or failure of an enterprise is its execution ability. Whether it has execution ability and whether it can achieve benefits depends on four key elements. First, personnel is the premise; second, obedience is the foundation. Third, management is the driving force; Fourth, culture is the core.

First, personnel is the premise

There is a fable about a group of mice in a certain place who were deeply troubled by an extremely ferocious cat who was good at catching mice, so the mice Gather together to discuss how to solve this serious problem. The mice are quite self-aware and have no ambition to hunt cats. They just want to find out where cats are and take precautions early.

After three days of discussion and three days of meetings, we finally came up with what we thought was a good idea: hang a bell on the cat. As soon as this suggestion was put forward, it immediately won a round of applause, but suddenly an ignorant mouse said that this decision is a good one, but I have a question. I want to ask everyone who is going to hang a bell for the cat.

Whoever hangs the bell is the one who does it, that is, executes it. Of course, for mice, completing such a task is quite difficult, even an impossible task.

When a company’s management formulates a strategic model, the first thing they should think about is whether their employees have implemented the requirements of the strategic plan. Only when the strategic model matches the capabilities of employees can the strategy be effective. Implementation, otherwise there will be no actual effect.

Employee execution ability depends on two aspects, one is "willingness to do", and the other is "ability to do". People who are willing and able to work are called human resources and are the company's precious wealth. Such employees are hard to come by. The second type has a good attitude but low ability, and is called talent. Those who are willing to do it but cannot do it can be trained to become capable. The third type has a poor attitude and strong ability, and is called talent. For those who are capable but unwilling to do it, For personnel, many bosses attach great importance to mental literacy training, and even rely on traditional culture and religious thoughts. This is also necessary, but it is not enough. Imagine that employees are all adults, and their own values ????and behaviors have been shaped over many years. It is difficult to change them. Therefore, the key is to design values, management mechanisms, and collaboration processes that can achieve win-win cooperation. They become willing to work automatically and spontaneously; the fourth category, those who are neither willing to work nor unable to work, with poor attitude and poor ability, are called layoffs. This type of employees are generally the targets of layoffs.

To improve execution, you must first select the right people, recruit employees with strong execution ability, and then make them better. Mr. Liu Chuanzhi, a famous Chinese entrepreneur and former chairman of Lenovo, has this to say about execution. He said that we should actively select the right people for the right positions and also train the execution capabilities of the workforce.

Second, obedience is fundamental

We are committed to enforcement, where do you start? Start with obedience, because how can we talk about enforcement if we don’t obey? You said? Dong? I When you say "Western", you say "dog", I say "chicken", you say "stop" and we say "move forward". Do you think that is execution? It is definitely called non-execution, so execution must be obedient.

What is the first thing an army recruit should do when they join the army? Make formations and train them to walk. Why does the army train new recruits to walk in formations? Does walking in formations have any real help in going to the battlefield to kill the enemy and serve on the battlefield? ?It has no direct effect, but why does the army have to practice formation formation for two to three months or even longer?

My opinion is that the key to marching in formation is to train recruits to have a habit of obedience. If you are asked to stand at attention, you must stand at attention. If you are asked to walk in unison, walk in unison. If you are asked to take a break, take a break. . Then one day there was going to be a war, and as soon as the charge bugle blew, everyone rushed forward. This is obedience.

For the army, obedience has two levels: from the perspective of soldiers, obedience is unconditional, without any excuses, and must be accepted and implemented in every possible way; from the perspective of the army, soldiers must obey , your "command" must be operational. Just like the "walk in unison" command, the execution includes: first, the soldier steps out his left leg after hearing the command; second, the stride length of each step is 75 centimeters; third, the cadence is 116 steps per minute.

Why is the management of the army excellent? Because it has execution ability. It can be said that the place with the best execution ability is the army, because it has a concept that obedience is the bounden duty of soldiers. And we tell employees that you are going to do something, what kind of thing? He will ask why you want to do it? Is it okay if you don’t do it? Can I do it later? How can I do it? In the military No, give me an order. What did he say first? He said, "Yes". You can't even lower your voice, you have to say it louder.

Obedience should also be the first virtue of employees. Any development strategy and marketing model must be based on employee obedience. Every employee must obey the command and arrangements of superior leaders. Obedience is execution. the first step. In a team, if employees cannot unconditionally obey the manager's orders, there will definitely be obstacles in achieving the same goal; on the contrary, they will be able to exert super strong execution power and make the team better than others.

So the implementation is very simple, that is, we must grasp obedience, start with obedience, and then we can talk about other things.

Third, management is motivation

Effective management simplifies complex things. "Execution" is a popular word in the management field at present, and it is almost said to be bad by everyone. . Execution is not that complicated. In fact, execution is very simple. Just one word: do it. Just do it when you say it, and do it well when you do it. Execution means doing. It goes without saying that improving execution means improving the ability to do things. If employees don't do what you want, they will only do what you check. When it comes to execution, you must reward after checking. Whatever you reward, you will get.

Management actions that can improve execution must have three elements: standards, restrictions, and responsibility. In other words, standards must be set for how to do things, attention to details must be paid attention to, and there must be inspections to form supervision and restrictions; finally, whether things are done well or badly, we must be held accountable, with rewards for good and punishment for bad.

You will get what you are rewarded for, even if it is wrong. One day, a fisherman saw a snake beside the boat with a frog in its mouth. When he saw the frog struggling to death, the fisherman felt sorry for it, so he rescued the frog from the snake's mouth and let it go. But then, the fisherman felt compassion for the starving snake and wanted to give the snake something to eat. Since there was only wine around, the fisherman dropped a few drops into the snake's mouth.

After drinking the wine, the snake swam away happily, the frog was also happy to be rescued, and the fisherman was happy for his good deed. He thought it was a happy outcome.

Only a few minutes later, the fisherman heard something tapping on the plank of his boat. He looked down and could hardly believe his eyes. He saw that the snake was back again, and its mouth was There are two frogs biting in it, waiting for the reward of wine from the fisherman.

What does this fable illustrate? What kind of behavior people reward will lead to more such behavior. The fisherman rewarded the snake with a few drops of wine for catching the frog, which made the snake realize that its behavior was profitable.

In this fable, if the fisherman only saves the frog and does not reward the snake, then unless there is something wrong with the snake's thinking, it will not bite the frog and return to the fisherman. of.

In fact, everyone will only do what they think is profitable. If you apply this theory to specific management, you will come to the conclusion that managers will get what they are rewarded for, not necessarily what they expect. This conclusion reminds managers that if they want employees to perform a certain behavior, they cannot just stay in thinking, but must take inducing actions to reward this behavior, and then they will get the desired effect.

If you reward execution, execution will be promoted; on the contrary, if you reward empty words, empty words will become common in your team. What are rewards? Empty words? Do you like to be flattered and promoted? If you just talk without practicing, your team will not have the ability to execute.

Effective management requires motivating a person to perform something. Only when he understands that doing it will benefit him in the end, will he work hard to do it. The motivational words, goals, etc. you say may make employees work enthusiastically for a certain period of time. However, these spiritual incentives must be based on material foundations to be effective in the long term.

To guide employees to do things consciously, the most important thing is to formulate effective game rules, that is, to formulate scientific management mechanisms and divide the pie between two people. How to make everyone happy, the rules are you Cut first, I take it first? With the help of the interest pursuit and interest game of the parties, the direction of execution is guided to the predetermined requirements, and the boat is carried out automatically and spontaneously.

Management by objectives is one of the effective management mechanisms that can prompt employees to perform automatically. In the eyes of many managers, management by objectives is almost equivalent to corporate management. One fundamental reason why management by objectives is so widely welcomed is its practicality. Management by objectives can effectively allow individuals to give full play to their strengths, gather a common vision and a consistent direction of efforts, establish teamwork, combine corporate goals and employees' personal goals, and enable employees to work for themselves while achieving company goals.

The son of an old entrepreneur asked his father how to manage. The old entrepreneur put a rope on the table and asked his son to push it forward. The son pushed the rope forward from behind, but it didn't work no matter how hard he pushed it. The rope bent when he pushed it.

At this time, the old entrepreneur said, try pulling the rope from the front and see what happens. As soon as the son pulled, the rope naturally pulled. Old entrepreneurs say that management is actually very simple. You need to use goals to motivate everyone.

The principle of management by objectives is that everyone should consciously complete their own tasks and achieve expected performance and results. The most objective and fair evaluation of an employee is whether he has achieved his original goals, that is, whether the results are consistent with the goals.

The biggest advantage of goal management is that goals can motivate everyone to automatically perform work, and they can control their own performance based on goals. People generally hope that they can work independently and achieve goals through their own efforts, and do not want to work and complete goals under the supervision and control of others. Management by objectives provides an opportunity and platform for people to work automatically and self-control.

Fourth, culture is the core

There is no doubt that a team with efficient execution must be a team where employees can automatically and spontaneously perform work.

Only when the behavior of efficient execution becomes the norm and becomes the values ??that employees must abide by, that is to say, the team forms a high execution culture, can it be called a high execution team.

If you want to make your company rich in execution, you must form execution into a culture and make it an integral part of the culture. Only then can everyone in the company understand and practice execution in depth. , only in this way can execution power be fully exerted. Because, in a company, it is not enough for only a few employees to have execution ability. The development and growth of the company requires a large number of managers and employees with strong execution ability, and the execution concept of all employees. Therefore, execution must be integrated into the company culture and penetrated into the company's values ????and code of conduct.

Therefore, to build an execution team, it is important to establish an execution culture. Corporate culture is the sum of values, beliefs, attitudes and behavioral norms shared by all employees. To establish an execution culture, we must first strengthen employees' execution behaviors. American psychologist James believes that people's behavior affects people's thoughts and attitudes, and changing people's behavior can easily change their thoughts and attitudes. The simple understanding is that people do not smile because they are happy, but they are happy because they smile. Through effective management, high-executive behaviors are developed, behaviors become habits, and habits form high-executive values. After the values ??are formed, they will in turn influence and guide behavior. The team has formed a culture and atmosphere of efficient execution. Everyone is proud of efficient execution and ashamed of laziness and procrastination. The team will naturally generate strong combat effectiveness, no matter when and where, You can get back to work immediately and become an iron soldier who can recruit, fight, and win.

To improve execution, Shen Hesheng, a practical management expert, believes: personnel is the premise, obedience is the foundation, management is the driving force, and culture is the core. The four elements are complementary and mutually supportive, and the four elements are organic. Combined, this is the essence of execution. Strategy alone cannot make an enterprise stand out in the fierce competition, but only execution can enable an enterprise to create substantial value, which is a necessary condition for the long-term survival and success of an enterprise. ;